維修資源管理（MRM）訓練成效評估之研究

EVALUATING THE PERFORMANCE OF MRM TRAINING

本研究企圖建立一套具本土特性且能有效反映維修資源管理訓練成效的評估問卷。以Taylor及Thomas(2001) 與潘義鉦 （民92年） 的問卷內容及發現為基礎，加入本土化問項以及開放性問題建立基礎研究問卷。問卷調查分訓練前、訓練後一星期及訓練後六個月等三階段實施，以4家國籍航空公司、2家民用航空維修場、以及飛安基金會舉辦之MRM受訓人員為研究對象，共發出1795 份問卷，有效回收率為56.66%。分析結果發現：1. MRM 訓練成效與持續性只有「信任主管安全之執行力」較佳；2. MRM訓練後維修工作進度延後頻率顯著低於訓練前，而受訓人員更加贊同課程會提升航空安全與組員效能，且呈現適度以上的行為改變程度；3. 相信懲罰、對事不對人的作風尚未被國人接受，此文化深植的觀念問題非常難以藉由訓練改善；4. MRM訓練課程中最具實用性之課程內容為「溝通」，其他訓練由於成果表現持續性不佳，故應加強訓練或縮短複訓間隔。

This study aims to develop a valid toll for Maintenance ResourceManagement (MRM) training of the localism, which can rapidly and effectivelyevaluate the training outcome. The questionnaire is developed in accordancewith the Taylor & Thomas(2001) tool for evaluating MRM programs. In addition,based on the finding from Yi-Chen Pan(2003), we made some modifications andasked more questions to take the respondents’(AMT’s) culture shock andinability in adapting to the training procedure into consideration. The results ofthis survey included the following: 1). The effectiveness and persistency of MRMtraining is better within“Supervisor’s Trust & Safety”. 2). After MRM training,the progress of maintenance is better than it was. The trainees agreed that MRMtraining can increase aviation safety and crew efficiency. The change of theirbehavior is above moderation. 3). Domestic trainers did not accept theconception of confining the discussion to the matter at issue rather than topeople. This conception is hard to be changed through training. 4). In MRMtraining, the most practical and the major work-changing program is“Communication”. It is necessary to enhance the content of program or shortenthe period between trainings.